TTUHSC HR
2009
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Need common ground
Opportunity to assess organization
Make us all better at what we do
Reaffirm: Why we do what we do
Improve: Perception, relationships, HR
value
Still not systems focused----process
focused
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Pro-active versus reactive
Alignment with the work in the
institution and individual campuses
Internal staff and those we serve
looking for consistency in direction:
Different levels of expectations
Need additional resources
What we
learned
from those
we serve
Portrait of
Excellence
What we
heard
from hr
staff
How we
align
ourselves
Where the
institution
is headed
What we
learned
from each
other
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20% return on customer survey
administered in November
80% return rate for internal HR survey
Results presented for the department as
a whole and for individual campuses
(lots of comments)
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Interviews were held with TTUHSC
President, VPs, Deans, several
Directors, Managers and Supervisors
Discussions were held with HR staff
at each campus
Best practices were researched
Exit interviews held with HR staff in
Lubbock who have taken other jobs
outside the department
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Enhanced customer service
More education on benefits
Recruitment and retention strategies
needed
Employee relations issues need to be more
effectively addressed
Need more education on policies
Develop leaders/managers
Push for accountability
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Influence other departments to do what’s
necessary
Website / Access needs to be updated and
more useful
Confidentiality is questioned
More training and development needed
 Job Performance
 Leadership
 Soft skills
 HR
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Accuracy & timeliness of information is
needed from HR
Key areas of focus
 Increase Access to
Healthcare
 Effectiveness/Efficiency
 Increase in External
Research Funding
Impact on HR
 Attract & Retain Quality
Staff
 New Recruiting Sources
“New ponds by which to
fish”
 Refine Recruitment Process
 Retention initiatives needed
 Refine HR Functional areas
Key areas of focus
 Growth in Programs
Impact on HR
 Increase in employee skill
sets
 Need to assess current level
of skill in workforce
 Pay equity assessment
 Communication (effective)
 Wage/Compensation
education
 Increased training and
development
Key areas of focus
 Fairness
 Team Effectiveness
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Equitable Pay
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Change Orientation
Impact on HR
 Focus on Diversity
Issues/Awareness
 Regular salary
assessments
 Employer of Choice
 Employee relations
support
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People
Communication
Employee Development
Operational Effectiveness
and Efficiency
Process Improvement
ACHIEVE
excellence in all human resources functional areas and
administrative responsibilities.
SUPPORT
Service Plus in both philosophy and everyday activity.
PROVIDE
quality human resources to support the teaching, research and
public service functions of the organization.
PROVIDE
quality leadership from the Human Resources Office
management team including the Human Resources Managers at the
Amarillo, El Paso and Odessa campuses.
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HR Lubbock office structure will
change to better support HR
regional offices, faculty and staff
and the Lubbock campus
More emphasis put on employee
relations management, training
and organizational development
Streamline processes
Improved efficiency
Leverage HR resources across
campuses
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New structure of Lubbock office HR
functions
Decrease in duplication of processes
Office of Immigration Employment
Services will be established (possibly
three new positions)
There will be increased focus on
recruitment, wage and compensation
administration
Combined function of employee
relations, training and development
What We Value
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Relationships we have with
those we support
Value our people and the
people we serve
Competence
The work we do
Contributions to the institution
Honesty, integrity
Fun team philosophy
What Must Be in Place!
Credibility
Skilled and knowledgeable
personnel
Resources/Funds
Positive perception of the
department
Us/Them mentality demolished
Ability to influence others
Accountability